Review of the Registered Clubs Industry in NSW - Clubs NSW

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Contents 6 Strengthening the financial viability of the registered clubs industry 86 6.1 Key findings on clubs’ financial viability 87 6.2 Strengthening the clubs industry’s financial viability 102 7 Improving clubs’ financial reporting and performance benchmarking 108 7.1 Clubs with annual gaming machine revenue of less than $5m should be required to use a standardised reporting format for financial management accounts 109 7.2 All clubs should be encouraged to monitor business efficiency and financial viability measures and compare their performance to industry benchmarks 113 7.3 Clubs with annual gaming machine revenue of less than $5m should be required to submit annual data on a suite of these measures to the Club Viability Panel 117 7.4 All clubs should be required to calculate a single financial viability measure and submit this data to the Club Viability Panel 121 7.5 Clubs that fail to comply with financial reporting and benchmarking requirements should be penalised 125 8 Establishing a Club Viability Panel 126 8.1 The Club Viability Panel’s purpose and functions 126 8.2 The Club Viability Panel’s role should be advisory not supervisory 127 8.3 The Club Viability Panel’s membership and secretariat 128 8.4 The Club Viability Panel’s principal activities 130 8.5 Relationship to the existing club support scheme 137 8.6 Funding for the Club Viability Panel and its initiatives 138 8.7 Review of the Club Viability Panel’s effectiveness 139 9 Improving corporate governance 140 9.1 What is corporate governance? 141 9.2 Overview of the existing corporate governance framework 142 9.3 Recommendations for improving corporate governance 145 10 Helping clubs better understand the risks and benefits of diversifying their operations 165 10.1 The potential for diversification to improve clubs’ financial viability 165 10.2 IPART’s findings and recommendations on diversification 168 11 Making it easier for clubs to amalgamate 174 11.1 The amalgamation process 175 11.2 The role of amalgamation 177 11.3 Overcoming the barriers to amalgamation 181 11.4 Using management agreements as a first step towards amalgamation 194 12 Making it easier for new clubs to be established 196 12.1 How can clubs be established in new and developing areas? 196 12.2 Factors affecting the establishment of clubs 198 12.3 Addressing the barriers to establishment that can be influenced 200 iv IPART Review of the Registered Clubs Industry in NSW
Contents 13 Removing unnecessary regulatory restrictions on clubs 207 13.1 Remove limitations on club membership size 207 13.2 Retain sign-in procedures and the ‘five kilometre rule’ 208 13.3 Introduce more flexible provisions for extended temporary memberships 209 13.4 Clarify circumstances where contract caterers can serve alcohol on club premises 210 13.5 Remove the prohibition on clubs providing off-site catering 211 14 A framework for a management plan 212 14.1 What is the management plan intended to do? 212 14.2 Proposed content for the management plan 212 14.3 Developing the management plan 217 14.4 Monitoring the management plan 217 Appendices 219 A Terms of reference 221 B Terms of reference checklist 224 C List of submitters, roundtable participants, case study clubs 226 D Gambling expenditure and problem gambling in Australia 232 E IPART’s methodology for recording and valuing clubs’ social contribution 238 F ACG’s approach to measuring the benefits the community derives from clubprovided goods and services 247 G ClubsNSW - steps to establishing a registered club 253 Glossary and Abbreviations 257 Review of the Registered Clubs Industry in NSW IPART v
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Page 9 and 10: Executive Summary Executive Summary
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A Terms of reference A Terms of ref
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C List of submitters, roundtable pa
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G ClubsNSW - steps to establishing
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Glossary and Abbreviations Glossary
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Review of the Registered Clubs Industry in NSW - Clubs NSW

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